Department of Water and Power City of Los Angeles

City of Los Angeles 4th Regional Investors Conference

March 19, 2018

LADWP Overview • Largest municipal utility in the US • 1.5 million power customers; 680,000 water customers • Vertically integrated utility • Owns more than 25% of state’s transmission; not part

of California ISO • Reached 20% renewables in 2010; well-positioned to

meet state-mandated level of 33% by 2020 • Diverse water resources; expanding local water supply • Economically strong and diverse service territory • Stable, broad customer base with steady growth • Largest 10 customers provide 10.5% of Power

revenues and 6.5% of Water revenues • Approved multi-year rate increases provide favorable

rate restructuring

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Key Figures – FY 2017 • Sales:

−Energy Sales: 24 million MWh −Water Sales: 196 million HCF

• Operating Revenue: −Energy: $3.7 billion −Water: $1.1 billion

• Total Liquidity as of December 31, 2017: ‒ Power: $1.93 billion on hand including

~$458 million on deposit in a Debt Reduction Trust Fund and $100 million in Rate Stabilization Fund

‒ Water: $503 million on hand including $50.2 million in Expense Stabilization Fund

• Combined $500 million revolving line of credit for both Water & Power Systems

2 Note: Power System Service Map

Existing LADWP Governance

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General Manager - Administers Department affairs and operations Energy, Climate Change and Environmental Justice Committee - City Council Committee with jurisdiction of matters concerning the Department City Council - Approves rate requests and selection of Board of Water & Power Commissioners and General Manager Board of Water and Power Commissioners - Five-member Board establishes policy for the Department. Members appointed by Mayor and confirmed by City Council for five-year terms Office of Public Accountability - Executive Director is appointed by a citizens committee, subject to confirmation by City Council and Mayor - Provides public, independent analysis to the Board and City Council

Mayor City Council

Energy, Climate Change &

Environmental Justice Committee

Board of Water and Power Commissioners

David Wright General Manager

Office of Public

Accountability

LADWP’s Transformation

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• Replace aging infrastructure

• Transition to 100% clean energy

• Protect from drought, expand local water supplies, groundwater cleanup and storage

• Electrify transportation sector

• Improve customer service, keep rates competitive

• Expand customer-facing automation

Snapshot of Just a Few Challenges Ahead (Legal Mandates)

Water • Cover all Remaining Open Reservoirs (Long

Term 2 Enhanced Surface Water Treatment Rule)

• Convert Chlorine to Chloramines (Stage 2 Disinfectants and Disinfection Byproducts Rule)

• Owens Lake Dust Mitigation (Clean Air Act) • Mayor’s Executive Directive No. 5 -Reduce imported water purchases by 50% by 2025 -Expand local water sources to account for at least 50% by 2035

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Power • State Mandated Green House Gas Reduction

(AB 32, SB32 & AB197) • Eliminate Once Through Cooling of all Coastal

Power Plants (Clean Water Act – Rule 316b) • South Coast Air Quality Management District

Emission Reduction Mandates (NOx, SOx, PM, etc)

• Solar Incentive and FiT Programs (SB 1 & SB 1332)

• Divestiture of Coal Resources (SB 1368) • Increase Renewable Resources (SB 350: 20%

-2010 / 25% 2016 / 33% - 2020 / 50%-2030) • Cost Effective Energy Storage (AB 2514 & AB

2227 & SB801) • Minimize Risk of Catastrophic Wildfire (SB

1028) • Federal Solar Tariff • Bio Energy Projects (SB 859) • City Council 100% Clean Energy Motion

Revenue Composition Under New Rate Structure

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Power System 49% Pass-Through

Water System 63% Pass-Through

* Decoupled Base Revenue ** Pass-Through Costs

Base Rate* 51% ECAF Charges**

43%

ESA** 1%

RCA** 5%

Base Rate* 37%

Automatic Pass-Throughs**

6%

Water Supply Adjustment Factor**

27%

Total Other Pass Throughs**

30%

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Sources: https://www.sce.com/wps/portal/home/regulatory/tariff-books/rates-pricing-choices; http://www.sdge.com/rates-regulations/current-and-effective-tariffs/current-and-effective-tariffs; http://www.burbankwaterandpower.com/electric/residential-electric-rates-and-charges; http://www.glendaleca.gov/government/city-departments/glendale-water-and-power/rates; http://cityofpasadena.net/waterandpower/electric-rates/ : https://www.pge.com/tariffs/assets/pdf/tariffbook/ELEC_SCHEDS_E-1.pdf :https://www.smud.org/en/Rate-Information/Residential-Rates Rates at other utilities subject to change

Sources: http://www.ebmud.com/customers/billing-questions/rates-and-charges/; https://www.sandiego.gov/water/rates/rates; http://www.gswater.com/simi-valley/download/rates_accountability/SI-1-R.pdf; http://www.gswater.com/sanabriel/download/rates_accountability/R3-1-R.pdf; https://sjwater.s3.amazonaws.com/files/documents/Schedule%201%20Jan%209%202018.pdf; http://sfwater.org/modules/showdocument.aspx?documentid=7742 https://www.santabarbaraca.gov/gov/depts/pw/resources/rates/wtrsewer/changes.asp Rates at other utilities subject to change

Rates Remain Competitive: Residential

Power System Water System

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Power System

Diverse Generation Mix Diverse mix of resources, declining use of coal with net dependable capacity of 120% of peak demand

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Net maximum plant capacity of 9,890 MWs and net dependable capacity of 7,794 MWs1 Peak demand of 6,502 MWs (August 31, 2017)

Capacity allows minimal exposure to uncertain markets to meet customer demand

Base load generation is fueled by various sources

Extensive transmission network • The Department owns and operates in excess of 25% of the

transmission facilities in the State (over 19,840 miles) • Department serves as operating agent for:

• Pacific DC Intertie (co-owner) • Southern Transmission System (contract capacity rights) • Mead-Adelanto Transmission Project (co-owner), and • Certain Navajo-McCullough facilities (co-owner)

Department Owned Facilities1 Jointly Owned Facilities and Contracted Capacity Rights1

Net Dependable Net Dependable Type of Fuel Facilities (MWs) (%)2 Type of Fuel Facilities (MWs) (%)2 Natural Gas 4 3,319 42.4% Coal (IPP) 1 1,202 15.3% Large Hydro 1 1,175 15.0% Natural Gas (Apex) 1 480 6.1% Renewables 39 285 3.6% Hydro (Hoover) 1 304 3.9% Nuclear (PVNGS) 1 380 4.8% Renewables/DG 32,329 693 8.9% Total 44 4,779 61.0% Total 32,333 3,059 39.0%

_______________________________________________________ 1. As of January 31, 2018, excludes DWR ‘s 120 MW share of net maximum capacity and 44 MW share of net dependable capacity. 2. As a percentage of all facilities. May not add due to rounding.

LADWP Transmission System

Renewable targets: Strong existing base of renewables, supplying 29% of 2016 energy needs • Have met RPS targets to date • Approximately $1.0 billion capital spending anticipated over the next five years for Renewable Portfolio Standard • Expect to reach 33% Renewable Portfolio Standard by adding approximately 300 MW of new renewables by 2020 through a

competitive selection process

Eliminating coal: Either have divested from or have contracts in place to eliminate coal by 2026 • The 2016 divestiture of the Department’s interest in the Navajo plant reduced reliance on coal and cut greenhouse gas emissions • IPP, which currently contracts 44.6% of its capacity to LADWP, has amended its Power Sales Contract to replace its coal units with

combined cycle natural gas units by July 2025

Modernizing Coastal Generation Fleet: Eliminating once-through ocean (OTC) cooling • Repowering is currently on hold while LADWP conducts an OTC Study to provide a comprehensive reliability assessment to

determine whether viable alternative hybrid clean energy solutions exist to maintain reliability

Managing Regulatory Mandates Long-term planning has resulted in cost-effective strategies

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Forecasted RPS Generation1

_______________________________________________________ 1. Source: Los Angeles Department of Water and Power, 2016 Power Integrated Resource Plan (Appendix N)

Five-Year Capital Improvement Plan (CIP): $7.83 Billion

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Driven by the Power IRP, developed in conjunction with strategic plan goals:

Safe and reliable electric service

Cost competitive

Environmental stewardship

Expected Funding Source ($millions)

$ In Millions

*Includes the Power 2017 Series C Revenue Bonds

Of $7.8 billion five-year CIP, $4.5 billion (57%) is cash funded and $3.5 billion (43%) is debt funded

Board-adopted planning criteria targets maintaining debt-to-capitalization ratio of less than 68%

-

600

1,200

1,800

2018 2019 2020 2021 2022

948 1,062 820 841 811

445* 611

817 625 850

Internally Generated Funds External/Debt Financing

$1,393 $1,673 $1,466 $1,637 $1,661

$2,686 34%

$1,003 13% $712

9%

$1,627 21%

$854 11%

$948 12%

Power SystemReliability Program

Renewable PortfolioStandard

Power IntegratedResource Plan

Various GenerationStation Improvements

Energy Efficiency

Shared Services: IT,Facilities, CustomerServices, Fleet

Financial Overview – Power System Strong Operating Results & Financial Metrics

12 Prior to FY 2016, the Board Approved Financial Metric for Minimum Cash on Hand was $300 million.

1.00

1.50

2.00

2.50

3.00

2012 2013 2014 2015 2016 2017

Debt Service Coverage (Min 2.25x)

0

50

100

150

200

250

300

2012 2013 2014 2015 2016 2017

Days Cash on Hand (Min 170 days)*

-

0.25

0.50

0.75

1.00

1.25

1.50

1.75

2.00

2012 2013 2014 2015 2016 2017

Full Obligation Ratio (Min 1.7x)

50%

55%

60%

65%

70%

2012 2013 2014 2015 2016 2017

Debt to Capitalization Ratio (Max 68%)

Conservative Debt Profile

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• $9.074 billion outstanding (including $200 million CP) payable from the Power Revenue Fund

• 83% of debt portfolio is long-term, fixed-rate bonds. • 17% is a combination of VRDOs supported by bank

facilities with staggered maturities, direct purchase, commercial paper, and a fixed rate note.

• No interest rate swaps or auction rate securities;

Power System Debt Repayment Profile*

_______________________________________________________________________________________________ Note: Debt outstanding As of January 1, 2018. Excludes interest subsidy for BABs and CREBs/QECBs.

Debt Composition

*Debt repayment profile excludes $200 million commercial paper.

Power System Credit Ratings as of March 15, 2018

Bond Ratings Long-Term Outlook Standard & Poor's AA Stable Moody's Investors Service Aa2 Stable Fitch Ratings AA Stable

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Water System

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LADWP provides water service to the second most populous city in the U.S. ~4 million residents in 2017; 473 square miles Water System revenues of ~$1.12 billion in FY 2017

— $418.0 million of operating income before depreciation

Diverse and stable customer base — Broad-based economy — Top 25 non-governmental employers in LA County comprise about 6.4% of labor force — LA County per capita income is above national average

Commitment to maintaining affordable rates

LADWP Is Nation’s 2nd Largest Municipal Water Utility

_______________________________________________________ Source: Department of Water and Power of the City of Los Angeles

Water System FYE 2017 Sales (Millions of Billing Units of 100 cu. Ft.)

Single Family

Residential 72.6 37%

Multiple Dwelling

Units 61.2

31.2%

Other 17.2

8.8%

Year Ending June 30 2017 2017 (%)

Single-Family Residential 487,000 71.6%

Multiple Dwelling Units 121,000 17.8%

Commercial and Industrial 65,000 9.6%

Other 7,000 1.0%

Total 680,000 100.0% Commercial & Industrial

45 23%

Water System Customers Average Number of Customers

Total Sales FYE 2017:

196 M of billing units of

100 CF

Water System’s Goals Commitment to Financial Stability

Maintain Diverse Mix of Water Sources Sound Asset Management Principles

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Maintain Competitive Rates

Management & Board-adopted financial metrics

Strong cash balances

Consistently strong debt service coverage

Cost adjustment factors designed to recover certain costs

Utilize rate increases as appropriate

Commitment to maintaining affordable rates

Maintain sources from Los Angeles Aqueduct and Metropolitan Water District of Southern California

Increased use of recycled water

Clean-up and expand use of groundwater

Maintain and upgrade infrastructure

Ensure future reliability

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Water System Draws From Diverse Water Resources Across the State

_______________________________________________________ Source: Supply data based on unaudited FYE 2017 results

Delta

Sierra Nevada Mountains

Los Angeles Aqueduct

Colorado River Aqueduct

State Water Project

Local Groundwater, Water Recycling, and Conservation

Integration of supply,

treatment, storage, transmission &

distribution operations

Water Rights (OV and

Mono Basin, included in

LAA System) MWD

(43.3% of FY 2017 Supply)

370-mile LAA System

(45.0% of FY 17 Supply)

Local Groundwater Entitlements

(10.1% of FY 17 Supply)

Own 7,288 miles of distribution

pipeline

130 Reservoirs and Tanks; ~313,000 AF of storage

Increased Recycled Water Use

(1.6% of FY 2017 Supply)

Water Supply FY 2013-2017 Average

Water Supply 2025 Target

(Sustainable City pLAn)

Long-Term Strategy to Diversify Water Supply Mix

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Groundwater clean-up and local water supply projects expected to reduce expensive MWD water purchases by 50%

Groundwater Clean-Up Stormwater Capture Master Plan

— Master Plan completed in 2015 — Additional 68,000 to 114,000 AFY captured over the next 20 years

Recycled Water Projects — Augment water supply by 59,000 AFY by 2035

_______________________________________________________ Source: Department of Water and Power of the City of Los Angeles

MWD 66%

LA Aqueduct

19%

Groundwater 13%

Recycled 2%

MWD 24%

Local Sources, Including

Storm Water Capture

50%

Other 26%

Water Conservation

Meeting Mayor’s goals

State conservation targets

Long-term view of water use

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LADWP has implemented an asset management program to address the long-term sustainability of its major facilities and infrastructure.

Focus on Infrastructure Replacement

_______________________________________________________ 1. Consists of a portion of the proceeds of the 2018 Series A Bonds, a portion of previously issued Bonds, proceeds of additional Water System Revenue Bonds, and proceeds

of additional loans from the State Water Resources Control Board

Summary of Capital Improvements

(1)

Focused on projects necessary to: Protect existing water supplies Comply with increasing water quality standards Expand and upgrade the distribution system Develop new water resources

Focused on diversifying funding sources: Internally generated funds Revenue bonds CA State Water Resources Control Board

Expected Funding Sources ($6.6 billion over 5 Years)

Major Components Include:

Safe Drinking Water Program

25%

Owens Valley Regulatory Program

13%

Local Water Supply Program

18%

Water System Infrastructure

Program 38%

Other Infrastructure and

Operational Support

7%

-

500

1,000

1,500

2,000

2018 2019 2020 2021 2022

630 435 459 573 578

- - - - -

231 644 895

1,064 1,073 -

- -

- -

Internally Generated Funds External/Debt Financing

$861 $1,079

$1,354 $1,637 $1,651

1

FY

Water System Financial Overview‒ Strong Operating Results & Financial Metrics

21 * Prior to FY2016 the Board Approved Financial Metric for Minimum cash balance was $200 million.

0

50

100

150

200

250

300

2012 2013 2014 2015 2016 2017

Days Cash on Hand* (Min 150 days)

50%

55%

60%

65%

70%

2012 2013 2014 2015 2016 2017

Debt to Capitalization Ratio (Max 65%)

1.0

1.5

2.0

2.5

2012 2013 2014 2015 2016 2017

Debt Service Coverage (Min 1.7x)

Water System Conservative Debt Profile

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Includes $150 million note from Revolving Credit Agreement and $544.8 million of State Loans.

No interest rate swaps or auction rate securities; VRDB bank facilities extended with staggered expiration dates from 2019 through 2021.

Water System Debt Repayment Profile*

_______________________________________________________________________________________________ Note: Debt outstanding as of January 1, 2018. Excludes interest subsidy for BABs.

Debt Composition

Total Debt: $5.245 Billion:

*Excludes $150 million Note from Revolving Credit Agreement

Water System Credit Ratings as of March 15, 2018 Bond Ratings Long-Term Outlook Standard & Poor's AA+ Stable Moody's Investors Service Aa2 Stable Fitch Ratings AA Stable

Bond Security Legal Protections

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Power Water Source of Payment: Power and Water revenue funds are separate funds established by City Charter in the City Treasury under the control of Board of Commissioners.

Rate Covenant. Board sets rates and charges, subject to approval of City Council as mandated by City Charter, to provide revenues that together with other available funds shall be at least sufficient to pay debt service and operating and maintenance expenses.

Additional Obligations. Adjusted net Income for any 12 consecutive months within 18 consecutive months ending immediately prior to issuance of Additional Parity Obligations shall be at least 1.25 times the Maximum Annual Adjusted Debt Service on all Parity Obligations including proposed bonds.

Transfer to the City. May not exceed the net income of the prior fiscal year or increase Power System debt to total capitalization to exceed 75%.

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• Diverse power and water sources • Meet or exceed all regulatory commitments

– Power: RPS, carbon reduction, other environmental – Water: quality, safety, sustainability, environmental

• Continue investing in Water and Power System reliability • Maintain competitive retail rates and financial stability • Improve customer service

LADWP Is Committed to Meeting Operational Needs and Financial Goals

Upcoming Financing Transaction

Power System: Up to $415.7 M refunding

transaction in March 2018*

Serial bonds maturing from July 1, 2019 – 2038

Par call in 2028

Expected to price the week of March 26, 2018

*Preliminary Subject to change

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